About

I've spent most of my career in rooms where important decisions get made - boardrooms, deal rooms, the back offices where strategy becomes reality. Two decades of that, for FTSE 100 boards, PE investors, sovereign wealth funds, and the occasional government with a city to build.

Somewhere along the way, I started investing in the technologies I was advising on. First listed equities. Then seed-stage companies. Then an early and significant commitment to Ethereum and the digital asset ecosystem. Skin in the game changes how you think about a sector. You stop optimising for slide decks and start caring about what's actually true.

Lion Strategy is a boutique advisory practice, and reflects a gap I saw in the market. Strategy firms understood the boardroom but not the technology. Technology firms understood the models but not the business. The organisations that understand intelligence, both human and artificial, will define their industries. The ones that don't will be defined by competitors who did.

I write about the economics and governance of AI - the questions the discourse tends to skip in its rush to discuss capabilities. I think the most important consequences of artificial intelligence are institutional, not technical.

I've been thinking about how networks learn since Oxford, where I studied experimental psychology and researched cognitive rule-learning in artificial and biological systems.

Elsewhere